Today’s workforce is often full of diversity, including generational gaps commonly spanning over decades. It isn’t unusual to have four different generations of employees working together. This can be a plus on many levels, since each generation brings their own unique strengths and knowledge to the workplace.

If managed improperly, these differences may also lead to conflict and miscommunication. In order for a business to succeed, managers need to ensure a united enviroment. Traditional management methods might not be practical for all generations. There are widespread principles that are common characteristics for each age demographic.

Given these specific differences, organizations should be devoted to assisting these unmistakably different groups of people in order to work together cohesively and stay inspired.

Finding the right motivation for each group is essential. More seasoned employees may value financial incentives, while fledgling employees may opt for time off. Allowing workers to choose what they would prefer can help to avoid any potential discord.

Every workplace should be thought of as a place to improve minds. Implementing a mentoring program will allow older employees the opportunity to share their wisdom and knowledge, while the younger generation teaches them about technology.

Instead of using a generalized performance evaluation, businesses should consider using a more individualized approach. Some generations may be more capable in certain areas, while the other half struggles. Doing this ensures that your company is boosting their employees strengthens, while minimising weaknesses.

With such a growing number of cross generations in the workforce, companies have the good fortune to fully integrate today’s generation with previous era’s work ethics. The result can be a truly close-knit environment to thrive in for all concerned.

Our strategy focuses on enabling our clients to identify, attract and retain the right people for the structure in which they will perform. Please contact us to learn more about our expertise in Executive Search for Leadership positions in Medical Device and Biotechnology. We look forward to the opportunity to help you consistently improve your performance and your business!

You are eloquent and well educated (via life if not via some formal institution, though likely you now draw from experiences in both). You have a killer resumé, one that reads as a long list of proofs that you are: dynamic and adaptive and a team player and a leader, one who works his/her ass off, attends to details, and delivers, all at the same time, even while you believe firmly in work-life balance.

Plus you’ve interviewed before; heck, you’ve been the interviewer before. So what’s left to learn?

Here’s what matters, on the chance you were succeeding at something other than interviewing when #unnamedmajorculturalshiftintheemploymentsector happened. Ready?

1. Showing how you think under pressure (even when you don’t feel pressured): Questions are getting weirder: How many cows are in Wisconsin? How many quarters does it take, when stacked, to reach the top of the Empire State Building? Google “Forbes Oddball interview questions” for the elite list. Google “unusual job interview questions” for the less elite, clearly these are all over the place, list. In a rapidly evolving marketplace, one in which we cannot foresee the tasks to be demanded of us in five, ten, and fifteen years, how you think and what you might someday know have become every bit as important as what you currently think and know.

2. Proving you can build rapport swiftly (and without the cheese): This is particularly true in sales and management. We always had to be likeable as interviewees, but do you know that 79% of US laborers now work in the service sector? We sell knowledge, access, accommodation, information. Our labor is our product, and as we are our labor, this means likeability matters far more than ever before. No, really. As in: this is a qualitative shift of statistical significance. The Pre-Interview has changed. Preparing for an interview now demands critically thinking, before we walk in, about who but also how we are in each of our professional interactions. We think so that we can show.

3. Evincing cultural competence: Remember “multicultural” and “global” from the 1990’s? We had to imagine ourselves succeeding in a world that was newly aware of its interconnectedness and diversities. Now think transhistorical, transnational, identity-is-a-social-construction-that-operates-as-if-real-and-essential, and there-is-no-reality-anyhow. Yeah, another decade of postmodernist ideologies left us on shaky grounds when it comes to empirical reality (we are quick doubt, I mean), and one result of this? Our abilities to perform highly particularized knowledge sets, ones that extend from and in fact connect the micro-levels to the macro-levels of all that we do and think take on new import. Interviews are now events for performing cultural competence that is local as well as global and that is, furthermore, empirically evident.

Please contact us to learn more about our expertise in Executive Search for Commercial Leadership positions in Medical Device and Biotechnology; including Marketing, Strategy, Sales Leadership, Training, Development, etc. We look forward to the opportunity to help you consistently improve your performance and your business!

Company Profile

"Prime-Core, Inc is an Executive Search Firm that is passionate about helping med tech companies meet their Human Capital needs in order to foster a team dedicated to success.
We believe there is a story behind every successful hire. One that stands the tests of time and truly transforms a good company to great company."